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Maruti Suzuki has 41% of the Indian car market. Sales in rural areas are helping the company weather the downturn in sales in 2013 because of a weak economy. In the April to November 2013 period sales were up 18% in rural areas compared to 5% decline in urban areas. With 7 small car models Maruti is able to provide a small car that is useful on Indian roads. Sales for the last fiscal year reached 1 million. The Maruti Suzuki sales network reaches 60,000 villages and planned expansion is to reach 100,000 villages. CEO Bhargava says the fast growth in rural markets is critical for Maruti, making up 30% of its sales. Overall sales for urban and rural sales is flat for Maruti and declining by 5.3% in the April to Nov. 2013 period, according to the Society of Indian Automobile Manufacturers.

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Maruti Suzuki plans to introduce a new model to replace its best selling Alto model in India. Declining demand for gasoline powered cars compared to diesel in the Indian market, because diesel costs 4% less, led to total sale decline of 11% in the fiscal year ending March 31, 2012, to 1.01 million cars. Maruti sold 308,228 units of the Alto, which also declined by 11%.

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Suzuki is not going to give up its dominant position in the Indian market easily. It has about 25 years of experience in India and owns 54% of Maruti Udyog which makes about 750,000 cars a year and plans to make 1 million cars in India annually by 2010. In JD Powers surveys Suzuki ranks first then Hond and Hyundai and Toyota fourth. Tata Motors is ninth. Competitiion is sure to heat up and Hyundai also has considerable experience being the second foreign company after Suzuki to come into India earlyon. The newcomers from Euope USA and Japan like Toyota and GM don't have anywhere near the experience and distribution netwrks and years of experience of Suzuki and Hyundai. So Suzuki may lose market share but will continue to be one of the top companies in India for some time. This is made possible by Suzuki investments in India. Suzuki plans a one billion yen research center in India to develop cars for the Indian market and is building a new plant in India.In the nextfew years Suzuki plans to double the number of service centers and showrooms to 1000 to reach every part of India. Suzuki is seeing considerable demand for its Swift car and has higher end versions in the Grand Vitara and the SX4. The head of Suzuki, Mr. Suzuki, has run the company since 1977 and is determined to respond to competition from newcomers with moves of his own to keep Suzuki as one of the leaders in India. ...

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Labor problems at its Manesar plant, higher imported parts and royalty costs due to the rising yen, and sluggish sales led to a steep loss of 64% in net profit for third quarter ending Dec. 31, 2011- down to 2.06 billion rupees- for Maruti-Suzuki India Ltd. Demand is slower because of higher gasoline prices and higher rates on loans.

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Suzuki completes 40 years of partnership in India. Gujarat was a pioneer in building the strong India - Japan partnership with 125 Japanese companies located in the state. Suzuki opens a EV battery plant in Hansalpur, Gujarat.

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Michio Suzuki of Hammamatsu, Shizuoka, Japan, comes across as a rare figure in Japan's industrial history as one who spanned the entire period of Japan's rise as industrial power running a major textile and automobile company from 1909 when he founded Suzuki to 1978. Starting with manufacture of textile looms Suzuki saw the potential of motorized transportation in the 1920's. After the war it shifted from wartime production to introduce the first e-bike Power Free in 1952. He was succeeded by his son in law Osamu Suzuki who became another icon in automobiles by running Suzuki from 1978 to 2021 for 43 years. Between the two Michio and Osamu it spans a period 1909-2022 of 113 years, the period of the Industrial Revolution in Europe and Asia. In 1979 Osamu introduced the car for small spaces, the Alto, that is one of the most sold cars. In 1980 Osamu started the partnership of Suzuki with Maruti of India, that brought the Alto to Indian streets changing the industrial landscape of India. Here he is shown with PM Modi in 2022 celebrating 40 years of Maruti partnership with Suzuki. The writer remembers Maruti Suzuki from visits in the 1990's with higher management of the company in India on TQM education project.  ...

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The Japanese ambassador to India, Hiroshi Suzuki, tells the Hindustan Times how close coordination was done between the Hiroshima G7 meetings and the G20 meetings in India. He say the problems of the Global South such as debt, food prices, climate change, are serious in prime minister Kishida's thinking and there is a need to show results. All aspects of India Japan relations including trade and economic ties and defense are moving forward, he says.

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Differences between Mr. Suzuki, CEO of Seven and i Holdings, the parent company of 7-Eleven and investor Daniel Loeb of Third Point LLC, on the right strategy for the company. Loeb favors focussing on the 58,000 7-Eleven convenience stores in N. America, China and Japan. Suzuki had expanded by making acquisitions and kept a money losing Ito Yokado retail chain in Japan. Following a boardroom fight Loeb wins and Suzuki who ran the company since 1992 resigns. Ito Yokado ran the Japanese 7-Eleven chain till it acquired the U.S. 7-Eleven in 1991. A new corporate governance code setup by the administration of prime minister Shinzo Abe, calls for more outside directors to be appointed to Boards, and greater attention to interests of shareholders. This is seen as a test of the new corporate governance rules. Akira Kiyota, CEO of the company running the Tokyo Stock exchange sees it as a positive step.

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India has one of the tightest lockdowns in the world, Google activity data around retail locations shows mobility down 55% compared to 18% in the U.S. Yet cases are surging and are at a high of 10,000 per day for the last week with deaths up from 600 a day to 1000. 

With consumers preparing for the long run there is less spending and more money going into saving. Sales of everything from shampoo to cars are down. Sales of Suzuki in India are down 83%, and smartphone sales down by 51% in the second quarter of 2020.

GDP is expected to be down by 7% for the fiscal year to March 2021 similar to GDP declines in Europe and the U.S. 

As consumer spending declines the government is planning increasing spending on much needed infrastructure.

 

 

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World Expo in Osaka-Kansei in Japan opened April 13, 2025 exceeds 10 million visitors in July 2025. An Air Show by Blue Impulse of the Self Defense Forces of Japan on July 13 is shown in the Asahi Shimbun. The goal for this world's fair ignored by most of the official media is 28.2 million visitors with 158 countries and regions participating.

The theme of this world's fair is “Designing Future Society for Our Lives.” The song is “Kono Hoshi no Tsuzuki wo”, by Kobukuro, it means Let's go see the future.The future society is one that would be inclusive, innovative and sustainable after covid.

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VW's global plans to increase sales and surpass Toyota. Efforts to increase sales in the U.S. by redesigning the Passat and having it compete with the Toyota Camry in the same price range of about $20,000. To develop new small cars for Asian markets VW has taken a 20% stake in Suzuki, giving it access to small car technology. Suzuki deal gives VW access to the Indian market. VW plans are to double the network of dealers in China to 1600 in 5 years and a sales target of 2 million cars for China. VW has stumbled before in the U.S. and lacks a presence in Asia outside of China. This is about to change.

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Prime minister Modi of India's visit to Japan in September 2014 leads to a commitment of about $35 billion in Japanese investment over 5 years. Japanese companies such as Suzuki, Toyota and Toshiba already have large investments in India.

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Small business and farmers are driving a recovery in the Indian economy in the latter half of 2020 after the impact of the pandemic. Rural India with demand from farmers for cars and tractors is also helping build demand. Maruti Suzuki, India's largest auto manufacturer, had sales increase of 10% in rural India vs. 4% overall in the third quarter of 2020. Manufacturing and farm sector are leading the recovery. Transport and hotel, airlines are also seeing an increase in demand. From 2 million in June airline passengers have increased to 5 million in September compared to 12 million before the pandemic. The second generation reforms made by the Modi administration and the many initiatives are expected to boost the potential growth and scale of the Indian economy. Building a strong manufacturing sector and getting foreign investment in that sector is also a critical step to building the economy's growth potential. Working with Taiwanese investment and investment from the U.S. and the European Union is part of this effort. ...

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Ford's efforts in the Asian markets, boosting capacity by 50% in China and 100% in India since 2007. Capacity is 450,000 cars in China in 2010 and 200,000 cars in India. In China Ford is tied for No 11 with Geely and FAW, 2 local companies, VW, GM, Suzuki and others are way ahead of Ford. Suzuki dominates the Indian market with 53% share. To keep up with demand Ford is sourcing heavily locally with 85% of Figo components sourced locally in india and 90% of parts purchased locally in China. The lack of early focussed effort in China is evident from the lack of choices- only Fiesta, Focus, Mondeo and S Max Minivan are available as choices. And one new model choice is to be added each year from now till 2013. Ford is betting heavily on the $7600 Figo for motorbike users who shift to autos, but GM has the Chevy Beat and VW has the Polo in this small car segment. And VW plans to launch seven locally produced models in 2010 and GM plans 10 new models this year. In fact GM now sells more cars in China than in the USA....

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Competing models from Suzuki and other manufacturers have better acceleration for highways and are more durable than the Tata Nano or its successor the Tata Twist. The Tata Twist is pricd at $400,twice the price of the Nano, and has features such aspower steering. The small engine with power closer to that of a motorcycle is a serious handicap for the Nano concept, as buyers are looking for more power on Indian highways. The Tata Nano sold as low as 5000 cars in Nov. 2013, with the 250,000 capacity of the Nano plant in Gujarat remaining unutilized.